We Asked, You Said, We Did

Below are some of the issues we have recently consulted on and their outcomes.

We Asked

Metro South Health is committed to delivering the best possible services within the catchment it serves and values your input.  The purpose of public enagement via the MSH Consultation Hub was to seek feedback on the DRAFT Metro South Health Maternity and Neonatal Health Service Plan to ensure that our health services meet the current and future needs of our population.

You Said

28 respondents provided feedback via the online consultation hub, while written feedback via email was received by a further 5 respondents. Overall, the responses to the health service plan were positive with over 60% agreeing that the strategies and actions match the needs of pregnant women in Metro South.

25% of online respondents disagreed with this statement. Negative responses centred on the need to raise the priority of facility upgrades, some issues not being discussed extensively enough in the plan, the need for resourcing to implement actions, the need for clarification of certain statements and additional data and a perception that the plan was not broad enough in addressing specific needs of certain population groups and certain facilities within Metro South.

We Did

Summary of the key themes emerging from the public consultation that have resulted in amendments to the health service plan:

  • Additional content was added on perinatal mental health prevalence, MSH Oral Health services and culturally diverse residents of MSH
  • Clarification throughout the document of the use of terms such as: evidence-based, patient vs woman-centred, continuity of care/carer, migrant/refugee vs CALD
  • Additional statistics on vaginal vs caesarean deliveries and health outcomes
  • Inclusion of broader range of service partners, e.g. now includes Children’s Health Queensland
  • General editing, proofing and restructuring of content

We Asked

A wide variety of stakeholders - staff, consumers, external service providers - were asked for feedback on the draft Dementia Services Strategy for Metro South Health.

You Said

Overall, the feedback on the Strategy was very positive. However, there were two recurring themes for improvement:

  1. The current and proposed dementia services are overly focussed on nursing and medical officer-led and delivered service models, and not consistent with contemporary multidisciplinary team approaches.
  2. The Strategy should be expanded to include a more complete, person-centred approach to accessing dementia-related health services, including high level reference to services by external providers, pathways to related (but not dementia-specific) MSH services, and services for a range of support needs (low to high). This approach would increase visibility of service gaps and overlaps, clarify service pathways, and enable consumer choice in their care/support options.

We Did

We incorporated changes reflecting your feedback into the final Dementia Services Strategy, which was endorsed by the Metro South Health Executive Planning Committee in January 2016.

We Asked

In September 2015, Metro South Health held a consumer and community forum to  gather input for our Consumer and Community Engagement Strategy 2016-2019. At the forum we asked delegates:

  • When they had experienced good engagement
  • What good engagement looks like
  • What were the key success factors for effective engagement and how these ideas could be included in the strategy

You Said

Success factors for effective engagement

  • The importance of effective two way communication
  • Trust and respect
  • Non-judgemental
  • No assumptions / pre-conceptions
  • Genuine attitude and interest in the client
  • Shared purpose – working towards the same goals
  • Learning from each other
  • Acknowledging the expertise of consumers, carers etc
  • Value of different perspectives
  • Capacity building
  • Both Metro South Health and consumers
  • Respecting different cultures and traditions
  • Understanding regions demographics
  • Cultural competency
  • Building partnership
  • Motivation and commitment to engage
  • Acknowledging and embracing Diversity

We Did

Following the forum the Metro Soutrgh Health team prepared a draft strategy incorporating the consumer and community input. The draft strategy was distributed to the forum attendeees and the Metro South Health community of interest for validation.

Consumer and community feedback on the draft strategy were incorporated where appropriate. The Metro South Health Board approved the final strategy in December 2015. 

We Asked

Out of the 4 t-shirt designs, which t-shirt design do you like the most?

You Said

54 people responded. Option 2 had the most votes with 18 people choosing this as their favourite design. Option 3 had 17 votes, Option 4 had 12 votes and Option 1 had 7 votes.

We Did

The responses were added to feedback received from other community consultation activities. In total, 254 responses were received from community members and stakeholders. Based on the results, Option 3 was chosen as the t-shirt design for the Cancer Screening Community Ambassador program.

We Asked

Whether patients found Tall Man lettering confusing or difficult to read, by comparing a medication information leaflet and medication list with Tall Man lettering applied against the same leaflet and list without Tall Man lettering applied.

You Said

40 patients took part in a focus group reviewing the leaflet and list. 38 found the Tall Man lettered materials non-confusing or did not notice the capitalisation. The 2 patients who did not find Tall Man lettering clear were able to understand the value of Tall Man lettering after a brief explanation.

We Did

Medication names were changed to include the recommended Tall Man lettering capitalisations on previous work and have been incorporated into future work as the project proceeds.

We Asked

How could this module be improved?

You Said

You would like links to other resources, literature or websites relevant to person-centred care; examples or case studies; more questions; make it mandatory.

We Did

We added links to person-centred care resources; developed Person-Centred Care Module 2: Applying the 8 dimensions of person-centred care; exploring including the module as part of the Learning Management System.

We Asked

For your feedback on the Metro South Health Strategic Plan 2015-2019, to ensure that our plans for the next five years meet the current and future needs of our population.

You Said

64 people responded to the consultation.  Overwhelming, people where happy with the Plan.  Feedback identified some areas where more detail was needed or the language made easier to understand. 

We Did

Amendments were made to the Plan to incorporate people’s feedback, including adding more detail and using different language.  The Plan was endorsed by the Metro South Hospital and Health Board in June 2015 and published. 

We Asked

During September 2014, Metro South Health allied health invited feedback from all allied health professionals on the Allied Health Workforce Research and Innovation Strategic Directions 2014 – 2016.

You Said

The results showed respondents agreed with the vision, goals, and objectives, with average scores across all areas 6.4 (on a scale from 1 to 7). Overall, a number of strengths of the document were highlighted including a clear focus and direction for research and innovation, the need for such a document, and strategies that target all levels of research experience and applicable to all departments/teams. Suggestions for improvement included incorporating additional strategies such as a specific reference to engaging in social media methods for promotion, for example, as well as consistent and easy reporting requirements.

We Did

A number of additional strategies and KPIs (e.g., number and type of new conjoint positions; social media included in marketing/promotion strategy) were incorporated into the document based on feedback from the consultation. In addition, a brief scorecard was developed based on the framework with reporting against the three goals incorporated as part of allied health reporting requirements. The document will now be finalised and published.

We Asked

We asked what a health website should contain, do and look like.

You Said

• Provide names and contact details for emergency services, health services and support groups, with easy to use search options including searching by postcode or map • Provide information on medical treatments and tests • Use simple English • Be able to talk or ask questions of a health professional • Be able to watch videos of how to care for myself after a procedure

We Did

• Partner with “My Community Directory” to provide an online service directory of health, crisis and support services using with easy to use search options including postcode and maps • We continue to develop written information and videos on conditions, treatments and tests • We aim to use simple English and avoid jargon in all consumer content • Promote 13 HEALTH as a key source of information from a real person about health and services

We Asked

Is our Consumer Liaison Service brochure easy to read and understand?

You Said

The font (writing) size was too small, only partly clear and easy to understand. You also said that we need more cultural assistance details.

We Did

We increased the font size where able, we used symbols and adapted a 1,2,3 step by step process for ease of understanding the process. We also included information for interpreters and hearing impaired.

We Asked

We asked for your feedback regarding the draft Medicine and Chronic Disease Services - Inpatient Services Health Service Plan. We asked you to review the proposed service directions and strategies and advise the extent to which you agreed or disagreed with them. We asked you to provide any further comments on the Plan.

You Said

We received 39 responses to the consultation. Over 80 per cent of respondents agreed or strongly agreed with the service directions and strategies in the Plan. Many of you were keen to see increased focus and detail on hospital avoidance and substitution strategies to manage the projected growth in inpatient demand.

We Did

Subsequent to the completion of this Plan, we commenced the process to develop a Hospital Avoidance and Substitution Health Service Plan for Metro South Health. The Hospital Avoidance and Substitution Health Service Plan will be available for your feedback in early 2015.

We Asked

For your input to develop a healthy lifestyle challenge using our Metro South Health Facebook page and QLD Health's Healthier.Happier resources. We asked whether you have used the Health Age Calculator, whether you use Facebook, your interest in and what you want from a healthy lifestyle challenge and any additional suggestions you might have.

You Said

Three quarters of people who completed the survey had not tried the Healthier.Happier Health Age Calculator or the Health and Fitness Age App. The top three things you would like to see in a healthy lifestyle challenge are: facts about food and health, healthy recipes and questions answered by a qualified nutritionist. Just over half of you were interested in being part of a Facebook-based lifestyle challenge and sharing your healthy recipes, and nearly all of you were interested in receiving healthy recipes. Most of you were interested in sharing and receiving healthy lifestyle tips. Some of your suggestions included: evidenced-based, reliable information, an emphasis on physical activity across the health/life continuum and information that is appropriate for those on limited budgets. You would also like to see greater use of community activities, school agendas and GP involvement.

We Did

We developed a project plan for a user-friendly nutrition intervention that includes your suggestions. It will be promoted on the Facebook page over the next few months. Things to do will include calculating your Health Age, posting questions for a nutritionist and sharing your health journey. We are also planning a healthy recipe competition that focuses on the traditional foods of our culturally-diverse community.

We Asked

Is our Consumer Liaison Service brochure easy to read and understand?

You Said

The font (writing) size was too small, only partly clear and easy to understand. You also said that we need more cultural assistance details.

We Did

We increased the font size where able, we used symbols and adapted a 1,2,3 step by step process for ease of understanding the process. We also included information for interpreters and hearing impaired.

We Asked

We asked you to identify issues preventing or delaying patients from accessing community-based rehabilitation services.

You Said

We received 78 responses to the consultation. You identified the following areas for improvement: • Confusion regarding available services and eligibility criteria. • Referral process • Communication between hospital and community-based services • Service gaps and limitations – geographic service inconsistencies, medical governance, limited access to sub-acute beds • Inconsistent availability and integration of information systems to support service delivery.

We Did

We used your feedback to develop eight key recommendations for consideration by the Community-based Rehabilitation Redesign Project Steering Committee.

We Asked

For your views on the draft Strategic Plan and Clinical Service Plans, in particular; • How the strategic plan and clinical service plans work together • The services, therapies and partnerships the plans are based on • The priorities the strategic plan will focus on • How the plans will facilitate improved access to services.

You Said

The content of the Strategic Plan and Clinical Service Plans seemed sound, and you had a number of ideas that could be added to some of the documents. The documents were long and difficult to read, with too many technical words and not written in plain language. You were concerned with the name of our Academic Clinical Units. You wanted a Strategic Plan and Clinical Service Plans that more clearly outlined access to services, outcomes for consumers and how consumers move between our teams. You had some doubts about how the Strategic Plan and Clinical Service Plans would be perceived and how effective they would be.

We Did

We retained most of the key concepts, models and strategies of the Strategic Plan and Clinical Services Plans and added some of the important ideas we received. We retained the name of our Academic Clinical Units as this demonstrates the academic investment we have in our services to develop and evaluate our clinical services which leads to better services and outcomes for consumers, their carers and the community. We have developed summary documents for each Clinical Service Plan to ensure the key information about each Academic Clinical Unit can be readily accessed. We have more specifically outlined the focus on health outcomes in the Strategic Plan. As the Strategic Plan and Clinical Service Plans set the direction of our services, we will develop detailed and comprehensive operational plans to implement the Strategic Plan and Clinical Service Plans that target a broad range of actions to move our services to where they need to be. This will include detailing how consumers move between our Academic Clinical Units in a consistent manner across our services.

We Asked

For your views on the draft Workforce Engagement Strategy, in particular; • How it relates to other plans and strategies • The definitions and models that the strategy is based on • The priorities the workforce engagement strategy will focus on • How the strategy will be governed and evaluated

You Said

The content of the strategy seemed sound, reasonable and clearly described and you had a number of ideas that could be added to the strategy. The document was long and difficult to read, with too much theory included and not enough plain language. You wanted an engagement strategy that clearly focused on the importance of values and culture in the workplace. You had some doubts about how the strategy would be perceived and how effective the strategy would be following the reforms that have recently impacted on many people in the workforce.

We Did

We retained most of the key concepts, models and strategies of the Workforce Engagement Strategy and added some of the important ideas we received from staff. We shortened the strategy, removed most of the theory to an appendix and re-wrote it in plain language. We created a detailed and comprehensive plan to implement the strategy that has opportunities for many staff to be involved, targets a broad range of actions in a carefully coordinated way, supplies the support needed to do the work and has high levels of investment from the Executives of the organisation.

We Asked

Metro South Health would like to ensure adequate support and training is provided to enable Community of Interest members to feel comfortable getting involved. This survey sought to gain insight into methods of effective support for Community of Interest members.

You Said

Our current update newsletters are an adequate length. In addition, the information provided is appropriate, however around a third of respondents would like extra information included and some noted they would like more disease and location specific topics included. Participants advised that they would like training on several main topics: how the health services fit together; safety and quality systems in healthcare, consumer advocacy and leadership. It was also suggested that training on 'building community' be offered. The majority of participants also noted they would like training delivered in a group setting, but many would also like online or paper based training. Members of the COI indicated that when they do participate, to ensure they feel supported, they would generally like information provided to them prior to any engagement activity as well as follow-up contact following an event.

We Did

We have continued the monthly newsletter updates and ensure there are a range of geographical and disease specific topics included each month. We ensure that there are links to additional information where possible, or a phone number to call to request additional information. To ensure COI members have they training they desire, Metro South Health has scheduled a consumer training workshop in September, to be delivered by Health Consumers Queensland. This workshop will cover key topics identified by survey responders. Support for COI members participating is an important component of any engagement activity and the recently released online engagement Toolkit resource for Metro South staff recommends and advises adequate support be provided to all consumers involved in engagement activities.

We Asked

We asked for your feedback regarding the draft service directions for two clinical streams—Surgical Services, and Aged Care and Rehabilitation Services. We asked you to review the proposed service directions and advise the extent to which you agreed or disagreed with them, and to provide any further comments as necessary.

You Said

Surgical Services We received 17 responses addressing the draft service directions for surgical services. Over 80 per cent of respondents agreed or strongly agreed with the draft service directions. Respondents suggested that consideration of the following issues be incorporated in the final Plan: • Flow on effect of changes in surgical services to allied health and other related support services needs to be adequately planned for • Appropriate levels of training and support need to be provided to staff where service changes are proposed. • Centralised management of surgical referrals needs to consider the patients’ existing therapeutic relationships at MSH facilities • Existing services at facilities should not be closed • Outsourcing services should be a last resort. Aged Care and Rehabilitation Services We received 33 responses addressing the draft service directions for aged care and rehabilitation services. The proportion of respondents who agreed or strongly agreed varied from 40 per cent across the 12 draft service directions. The service directions least supported were: • AR#8—Reduction of aged care residential beds by MSH (40 per cent agreed or strongly agreed) • AR#7—GEM and inpatient rehabilitation should be co-located with an acute facility (69 per cent agreed or strongly agreed) • AR#4—Review the estimated inpatient rehabilitation shortfall in 5 years to assess the impacts of the new models of care (70 per cent agreed or strongly agreed) • AR#11—Establish a Cognitive Assessment and Management Unit, of up to 8 beds, at Redlands Residential Care (71 per cent agreed or strongly agreed) • AR#1—Develop a model of care for Geriatric Evaluation and Management (GEM) within MSH (77 per cent agreed or strongly agreed). Over 80% of respondents agreed or strongly agreed with the remaining seven service directions.

We Did

We incorporated your feedback in the Health Service Plans for Surgical Services and Aged Care and Rehabilitation Services in MSH. These were published in mid-2013.

We Asked

The Community of Interest (COI) Handbook has been designed to help COI members when participating in Metro South activities by outlining their role, expectations and what support options are available to them. To ensure the Handbook is useful, we are seeking feedback regarding its content and readability. We asked for feedback on whether additional information needs to be added or deleted and whether it is easy to understand.

You Said

100% of respondents noted that the information was clear and easy to understand. It was also noted by all participants that there was enough detail provided and it answered questions consumers might have in response to joining the Community of Interest. Similarly, all respondents noted that the presentation was good, with the print large and easy to read, good use of colour and easy to follow. There was one response which indicated there could be additional readings or references noted.

We Did

We kept the main information and layout of the Handbook and added in extra reference to eligibility criteria. We have also updated the website to ensure there are multiple readings and resources available.

We Asked

For your feedback on the draft Strategy.

You Said

The document was too long and bureaucratic for the general public; There were spelling and punctuation errors and language used wasn’t always consistent; We needed a stronger focus on engaging with those communities who don’t usually access health services; We need to consider different ways of engaging with consumers and communities The document demonstrated a strong commitment to consumer and community engagement by Metro South Health; and You appreciated the opportunity to provide feedback.

We Did

We developed a snapshot of the Strategy and corrected spelling and punctuation errors; We included specific actions to ensure consumers/ communities who don’t usually access health services are engaged ie we have engaged with consumer and Peak Bodies , developed multicultural and Aboriginal and Torres Strait Islander Engagement Plans (in progress); We developed a Community of Interest; We have implemented an online engagement tool; and We implemented an online engagement mechanism (Citizen Space) to complement more traditional methods of engaging.